Creativity + Innovation 1.5
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MGT 353 Creativity + Innovation, San Diego State University, School of Management, College of Business - Developed by Kevin Popovic, B.A., M.S.
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Creativity + Innovation 1.5
- 1. Creativity + Innovation 1.5 Kevin Popović, B.A., M.S. © Kevin Popović, SDSU Creativity + Innovation
- 2. CourseKey © Kevin Popović, SDSU Creativity + Innovation Please check-in.
- 3. Creativity + Innovation Abroad MGT 353 Prague, Czech Republic Summer 2016 © Kevin Popović, SDSU Creativity + Innovation
- 4. © Kevin Popović, SDSU Creativity + Innovation
- 5. Session 1.5 • Welcome • Roll, Admin • Play A Game • Quiz • Discuss Chapter 4 © Kevin Popović, SDSU Entrepreneurship + Technology + Innovation • Quiz • What’s Stifling the Creativity at Coolburst? • Assignments
- 6. Rock, Scissors, Paper. A Game of Competition © Kevin Popović, SDSU Creativity + Innovation
- 7. Tiger, Fireworks, Hello, A Game of Collaboration © Kevin Popović, SDSU Creativity + Innovation
- 8. Harvard Business Review © Kevin Popović, SDSU Creativity + Innovation Quiz: What’s Stifling the Creativity at CoolBurst?
- 9. Harvard Business Review © Kevin Popović, SDSU Creativity + Innovation What’s Stifling the Creativity at CoolBurst?
- 10. © Kevin Popović, SDSU Creativity + Innovation
- 11. Chapter 4 of Creativity, Inc. © Kevin Popović, SDSU Creativity + Innovation Quiz: The Climate for Creativity
- 12. Chapter 4 of Creativity, Inc. © Kevin Popović, SDSU Creativity + Innovation The Climate for Creativity in an Enterprise
- 13. The Climate for Creativity • Expectations and Behavior Underpin Climate • Each experience uniquely • The Mob Mentality • The Good, The Bad and The Ugly • One time at Band Camp… © Kevin Popović, SDSU Creativity + Innovation
- 14. The Climate for Creativity • Climate is part of the company culture • Climate Stability • People often behave in ways that meet expectations. People form expectations from the behaviors they observe. • Global and Local Climates • The larger the group, the more powerful and stable the climate © Kevin Popović, SDSU Creativity + Innovation
- 15. © Kevin Popović, SDSU Creativity + Innovation
- 16. The Climate for Creativity • Climates conductive for creativity nurture the individuality at the heart of intrinsic motivation. • They provide the safety necessary for curiosity to flourish. • They provide the support for successful evaluation. • Each climate is unique. © Kevin Popović, SDSU Creativity + Innovation
- 17. Chapter 4 of Creativity, Inc. © Kevin Popović, SDSU Creativity + Innovation Exercise: The Climate for Creativity
- 18. Exercise: The Climate for Creativity • Break into 3 Groups • Hallmark • Hewlett-Packard • NetGenesis • Summarize the story (10:00) • Share the lessons (1:00) • Q&A (1:00) © Kevin Popović, SDSU Creativity + Innovation
- 19. Building Internal Boundaries to Nurture Creative Talent • Hallmark Cards • We were profitable, all was good. • The industry changed, our people changed. • Needed to build a creative climate inside a results driven business culture that would nurture a wide range of creative types. • Then what? © Kevin Popović, SDSU Creativity + Innovation
- 20. A Creative Climate Based on Principles • Hewlett-Packard • The group would be under pressure to deliver software solutions quickly. • Stay creative and flexible, expertise from many departments • Develop a culture that matched the creativity we needed to accomplish, then hire into it. • Then what? © Kevin Popović, SDSU Creativity + Innovation
- 21. Building A Creative Climate In a New Company • Creative Groups brought into larger companies lose creativity over time • NetGenesis • In a world where strength brings success and you have to have muscles to compete, you learn to lift weights. • Recruited most skilled, most ambitious in the industry, most creative • Created expectation • Then what? © Kevin Popović, SDSU Creativity + Innovation
- 22. Expectations and Behaviors Reinforcing Creativity • The climate nurtures and supports creativity and the expectation of creative behavior. • Climate is self-reinforcing • Climate attracts like people • Caution: If you set them up for more than they can handle they can fail. • Autonomy vs Support © Kevin Popović, SDSU Creativity + Innovation
- 23. Assignment © Kevin Popović, SDSU Creativity + Innovation • Read Chapter 5
- 24. Assignment © Kevin Popović, SDSU Creativity + Innovation • Bring an object into class that could spark creativity • Visual, article, person • Explain why it is relevant to creativity • Class will examine and provide feedback
Notes de l'éditeur
- Creativity and innovation are integral to an organization’s ability to survive and thrive in today’s competitive marketplace. This course provides students with an understanding of how creativity and innovation can be facilitated and managed in a work setting. Students will learn about theoretical conceptualizations of creativity and innovation as well as practical applications involved in fostering creativity and innovation in the workplace. Students will be expected to play an active role in learning through class exercises, class discussions, and dialogue with guest speakers, and presentations about real (or planned) innovations in organizations.
- Find a partner to your left. Play Rock, Scissors, Paper – Best of 10 One, two, three – shoot! Find a Partner on your right. Play Rock, Scissors, Paper – Best of 10 Who wanted to win? What were you thinking about? (Yourself, other person) Participants think of self – want to beat the other person
- Find a partner to your left. Play Tiger, Fireworks, Hello– Best of 10 One, two, three – shoot! Aargh, Boom, handshake / hello Find a Partner on your right. Play Tiger, Fireworks, Hello– Best of 10 Who wanted to win? What were you thinking about? (Other person, group) Help participants think of others
- https://hbr.org/1997/09/whats-stifling-the-creativity-at-coolburst Class Discussion: What is design thinking?
- https://hbr.org/1997/09/whats-stifling-the-creativity-at-coolburst Class Discussion: What is design thinking?
- https://youtu.be/fW8amMCVAJQ
- Required Text: Creativity, Inc.: Building an Inventive Organization by Jeff Mauzy and Richard Harriman, ISBN: 1-57851-207-7, Harvard Business School Press. Chapter 3 = making and breaking connections, and at the keys to successfully engaging that critical dynamic Chapter 4 addresses the climate: the key to engaging the other dynamics of the creative process
- Required Text: Creativity, Inc.: Building an Inventive Organization by Jeff Mauzy and Richard Harriman, ISBN: 1-57851-207-7, Harvard Business School Press. Chapter 3 = making and breaking connections, and at the keys to successfully engaging that critical dynamic Chapter 4 addresses the climate: the key to engaging the other dynamics of the creative process
- Each time you interact with others you contribute to a mutual environment that influences the expectations and behavior on everyone in the environment. Two people, a team, an office, or an entire company – you make an impact. Everyone works in a way – conscious, unconscious – that contributes to, and reinforces the behavior of the group. Reinforcing behavior reinforces expectations: what you know about this group. Influences how you behave, think, do – in one way or another. Class Discussion: Were you ever in a group where good behavior was reinforced? What about bad behavior?
- Climate Stability: People often behave in ways that meet expectations. People form expectations from the behaviors they observe. As a result, climates are maintained until change occurs –something shifts the climate from one way to another. Change happens with expectations and behavior. Class Discussion: Were you ever in a place with a good climate that went bad? Global and Local Climates The larger the group, the more powerful and stable the climate. Culture and climate starts with a few. Founder + Partner, Partners + First Staff, Company + Employees Some is spoken, some is observed. They learn from those that came before: what is accepted, what is not.
- Climates conductive for creativity nurture the individuality at the heart of intrinsic motivation. They provide the safety necessary for curiosity to flourish. The provide the support for successful evaluation. They expect newness. Companies start small, build off of experiences, and determine how to create an environment. Sometimes they just happen. Most times they do not. Each company is unique: so are its people, the business, the environment, the task at hand.
- Required Text: Creativity, Inc.: Building an Inventive Organization by Jeff Mauzy and Richard Harriman, ISBN: 1-57851-207-7, Harvard Business School Press. Chapter 3 = making and breaking connections, and at the keys to successfully engaging that critical dynamic Chapter 4 addresses the climate: the key to engaging the other dynamics of the creative process
- Wall of Specialty Creative Division from the rest of the company Convince corporate leaders to provide autonomy Evaluated first by creative, second by customer, then by management (reassured business they would be customer focused) Result: Freedom necessary to create a climate different than the rest of the company Mid-level managers were the key to maintaining staff morale, intrinsic motivations (they knew what they were, could monitor) Key enablers for the success of the division Studied process, made changes Recharged creatives, research trips Created a local climate to support diversify and sustain the brand of creative talent Hallmark traded on.
- New Software Venture Cross functional = avoid silos Develop a culture that matched the creativity we needed to accomplish, then hire into it. Hired on 3 Principles: Collaboration, Open Feedback, Flexibility Collaboration – you need multiple perspectives: none of us know as much as all of us Open Feedback – Everyone knows what is going on, where they stood. 360-review process, every knows what everyone is doing. Feedback loop kept improving Flexibility: We have to be open to changing ourselves –the market evolves too fast. Open space work flow, spontaneous information sharing. Collaboration, Open Feedback, Flexibility shaped a functioning creative climate
- Creative Groups brought into larger companies lose creativity over time – why? Due to the more powerful expectations and the behaviors of the surrounding organization. Some people leave, others sacrifice creativity in making compromises to gain acceptance by the larger mass Without continual maintenance, climates disappear (climate change= polar ice cap) NetGenesis Founder Matt Cutler: In a world where strength brings success and you have to have muscles to compete, you learn to lift weights. Founder + CEO went searching for the brightest most creative people Most skilled, most ambitious in the industry, most creative They expected to work for a company where they could exercise their creativity Reinforced creativity: Although we don’t think we can produce creativity in an organized way, you find moments where creativity happens and publicly recognize it, even when it happens by accident Designed a heroes program: things that contribute to long-term growth are recognized, get special attention They were able to find an hire a creative workforce from the very beginning o their company’s life then build a climate that supports creativity by institutionalizing the appreciation of it.
- Employees undertook the creative work, which generated the expectations in themselves and others, who responded creatively in turn reinforcing creative expectations. Climate is self-reinforcing, virtuous cycle of creative expectations and behaviors Magnet for job seekers and creative talent who want a creative-friendly environment Failing to plan is planning to fail Autonomy: They have to do it their way Support: They have what they need to succeed